Leadership Excellence in Organizations

Term IV

By
Prof. Jyoti Verma
Leadership and learning are indispensable to each other

Leader?
One who Influences
One who takes a Stand
One who takes Initiatives
One who has the Power of Intent
Leaders must be charismatic, inspirational, respectful and
stimulating while leading

copyright 2015, Prof. Jyoti Verma

Leadership
LEAD : INITIATIVE
INFLUENCE: COMMUNICATION
ASPIRE : BUILD HOPE
DARING: COURAGEOUS
DECISIVE: STAND
RESOLUTE: POWER OF INTENT
copyright 2015, Prof. Jyoti Verma

Leadership from the point of view

of?
1) Leader (Trait, skills and style)
2) Context (Contingency theory, situational
approach, )
3) Followers (Path goal theory, LMX,
Transformational Leadership)

Leadership Described
Leadership as a trait Versus process
Leader

Leader

Height
Intelligence
Fluency
Other traits

Followers

Interaction

Followers
copyright 2015, Prof. Jyoti Verma

Leadership Described
Assigned Versus Emergent leadership
Based on occupying a formal position in an
organization
When others perceive an individual as the
most influential member of a group or
organization regardless of the individuals
title.
copyright 2015, Prof. Jyoti Verma

Leadership Described
Leadership and Power (based on)
Referent Power- followers identification and
liking for the leader
Expert Power- perceptions of the leaders
competence
Legitimate Power- status or formal job
authority
Reward Power- capacity to provide rewards to
others.
Coercive Power capacity to penalize or
punish others
copyright 2015, Prof. Jyoti Verma

Types of Leaders

Leader by the position achieved

Leader by personality, charisma
Leader by ethics and morality
Leader by power held
Leader intellect
Leader because of ability to accomplish
things
copyright 2015, Prof. Jyoti Verma

Leadership

copyright 2015, Prof. Jyoti Verma

Managers vs. Leaders

Managers
Focus on things
Do things right
Plan
Organize
Direct
Control
Follows the rules

Leaders
Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities

copyright 2015, Prof. Jyoti Verma

Continued
Know that management is about process -leadership is about purpose
Know that management is about today -and leadership is about tomorrow
Leaders have an ethical responsibility to
attend to the needs and concerns of
followers. They are not better than
followers- two sides of same coin
copyright 2015, Prof. Jyoti Verma

Common Activities

Planning
Organizing
Directing
Controlling

Planning

Manager
Planning
Budgeting
Sets targets
Establishes detailed
steps
Allocates resources

Leader
Devises strategy
Sets direction
Creates vision

Organizing

Manager
Creates structure
Job descriptions
Staffing
Hierarchy
Delegates
Training

Leader
Gets people on
board for strategy
Communication
Networks

Directing Work
Manager
Solves problems
Negotiates
Brings to consensus

Leader
Empowers
people
Cheerleader

Controlling

Manager
Implements control
systems
Performance
measures
Identifies variances
Fixes variances

Leader
Motivate
Inspire
Gives sense of
accomplishment

New Leader Traps

Not learning quickly
Captured by wrong
Isolation
people
Know-it-all
Successor syndrome
Keeping existing
team
Taking on too much

New Leaders Take Note

General Advice
Take advantage of
the transition
period
Get advice and
guidance

Be self-aware
Define your
leadership style

Challenges
Need knowledge
quickly
Establish new
relationships
Expectations

Seven Basic Principles

Have two to three years to make
measurable financial and cultural progress
Come in knowing current strategy, goals,
and challenges. Form hypothesis on
operating priorities
Balance intense focus on priorities with
flexibility on implementation.

copyright 2015, Prof. Jyoti Verma

Seven Basic Principles

Decide about new organization architecture

Build personal credibility and momentum
Earn right to transform entity
Remember there is no one way to manage
a transition

copyright 2015, Prof. Jyoti Verma

The Leadership Challenge

Focus on the individual members or/and the team
Provide employees and stakeholders the opportunity to develop and
utilize their talents and strengths
Listen to employees concerns
Specify standards and expectations
Delegate responsibility through empowerment
Let employees and stakeholders identify their own interests and
abilities
Lead by example: set the standard for excellence

copyright 2015, Prof. Jyoti Verma

21

Chapter 2-Trait Approach

Characteristics/personality of individuals
Major leadership traits are Intelligence- IQ (skills)
Self-Confidence (competency and skills)
Integrity (take responsibility of their actions)
Sociability (friendly, tactful, diplomatic)
Determination (dominance at times)
Big Five Personality Traits- Neuroticism,
Extraversion,
Openness,
Agreeableness,
Conscientiousness

Contd
Neuroticism- The tendency to be depressed,
anxious, insecure and hostile.
Extraversion- the tendency to be social and
assertive (positive energy)
Openness- the tendency to be informed,
creative, insightful and curious
Agreeableness- the tendency to be accepting,
conforming, trusting and nurturing
Conscientiousness- the tendency to be
thorough, organized, controlled, dependable
and decisive.

Emotional Intelligence
The ability to understand self and other people
in an organization helps us to emerge as leader
It includes five components:
Self Awareness
Self Regulation- remain clam
Empathy
Motivation- accept change
Social Skills- dont allow negative feelings

Self
Awareness

Self
Regulation
Social
Skills

Empathy

Motivation

How Does it Work?

Focuses exclusively on the leaders and not on
followers or situation.
This approach does not lay out a set of
hypotheses about what kind of leader is needed
in a certain situation. Instead, it emphasizes that
to have effective leadership certain set of traits
are crucial.
To have right people at managerial positions,
organizations may use personality assessment
instrument.

Weaknesses of Trait Approach

Only presents a sample of many traits
Fail to take situations into account- emerge as
leader Vs maintaining leadership
Subjective determination and interpretation of
most leadership trait.
Fail to define the linkage of leadership traits
with particular outcomes like performance,
satisfaction or outcomes of groups and teams in
organizational settings.
Not useful approach for T&D
copyright 2015, Prof. Jyoti Verma

Skills Approach
Emphasizes on skills and abilities that can be
learned and developed.
Three-Skill Approach- technical, human and
conceptual skills.
It is important for leaders to have all three
skills.
Some skills are more important than other at
various levels: supervisory, middle and top

Skills Model
Characterized as Capability Model
Underlying elements of effective performance?
1) Why some leaders are good problem solvers
and others are not?
2) What specific skills do high performing leaders
exhibit?
3) How do leaders individual characteristics,
career
experiences,
and
environmental
influences affect their job performance?

Skill-Based Model

How Does it Work?

The importance of certain leadership skills
varies depending where leaders are in
management hierarchy.
Related to the manifestation of effective leaders
that leadership outcomes are the direct result of
a leaders competencies in problem solving
skills, social judgment skills and knowledge.
Leadership can be learned
experience and training.

through

Weaknesses of Skill Approach

With the inclusion of constructs like general
cognitive intelligence and crystallized cognitive
ability, this approach seems to extend beyond
boundaries of leadership.
It does not focus on how variations on skills
affect performance.
Claiming not to be a trait model when in fact
includes individual attributes
copyright 2015, Prof. Jyoti Verma

Style Approach
Leadership is composed of two general kind of
behaviors: task behaviors and relationship
behaviors
Emphasizes the behavior of the leader how
leaders combine these two kinds of behaviour to
influence subordinates.
Ohio State studies, Michigan studies and
studies by Blake and Mouton are the strongly
representative of the ideas in this approach

Ohio State Studies

Analyzed how individuals acted when they were leading
a group or organization
Focused on initiating structure behaviours
(organizing work, defining role and responsibilities)
and
consideration
behaviours
(building
camaraderie, respect, trust, liking between leaders
and followers)
Being high on both behaviours is the best form of
leadership.

The University of Michigan

Studies
Employee orientation and people orientation.
Ohio+Michigan- how leaders can best combine
their task and relationship behaviours to
maximize the impact of these behaviours on
the satisfaction and performance of followers.

Blake and Moutons Leadership

Grid
Concern of production and concern of people
horizontal axis- leaders concern for results
vertical axis- leaders concern for people
Each axis drawn as 9 point scale, 1=minimum
concern, 9=maximum concern
Thus, leadership grid portrays five major
leadership styles: authority-compliance (9,1),
country-club management (1,9), impoverished
management
(1,1),
middle-of-the
road
management (5,5) and team management (9,9)

Leadership Grid
Authority-Compliance- emphasis on task and
job requirements
Country-Club Management- try to create a
positive environment
Impoverished management- minimum effort to
get work done just to sustain
Middle-of-the-road management- leader try to
have a win-win situation
Team Management- emphasis on both tasks and
interpersonal relationships.

Other Styles
Paternalism/Maternalism- leader who
uses 1,9 and 9,1 style but does not integrate
the two. Benevolent dictator
Opportunism- combination of the basic five
styles for the purpose of personal
advancement

Criticisms
Not shows how leadership styles are
associated with performance outcomes.
Failed to find a universal style of leadership
that could be effective in almost every
situation.
Most effective leadership style is a high-high
style.

How Far Can You Go?

All Leaders Are Managers thus, Try to be A Leader

Always